Online from: 2011
Information: About this Collection
|Title:||Dream or doom dome?|
|Author(s):||Abdul Rahim Abu Bakar (Assistant Professor at the College of Business Administration, Taibah University, Madinah, Saudi Arabia), Fariza Hashim (Assistant Professor at the College of Business Administration, Taibah University, Madinah, Saudi Arabia)|
|Citation:||Abdul Rahim Abu Bakar, Fariza Hashim, "Dream or doom dome?", Emerald Emerging Markets Case Studies Collection, (2011)|
|Keywords:||Control, Decision making, Organizational design, Organizational structures, Project management, Subsidiaries|
|Article type:||Case study|
|DOI:||10.1108/20450621111110654 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision making. The author/s may have disguised names; financial and other recognizable information to protect confidentiality.|
Subject area – International management control and organisational behaviour.
Study level/applicability – This case is suitable for final year undergraduate and Master's students as well as for the general practitioner. It is suitable for the university course program and for in-company training seminars. For company training seminars, the human resources department and finance would most probably benefit from the discussion of the case.
Case overview – This case was about a company that was eager to expand its business internationally as it gains success in the home market. Having being entrusted by the company CEO to lead the project, the enthusiastic “project champion” lavishly spent the company investments with minimal control from the parent company.
Expected learning outcomes – After carrying out this exercise, students are expected to be able to: first, decide a firm mode of entry, scale of entry and strategic commitment; second, determine the market potential of a particular business venture; third, suggest the management structure and control for international subsidiaries; fourth, decide the possible exit strategy of a business venture.
Supplementary materials – Teaching notes.
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